THÔNG TIN TÀI LIỆU
8/13/2018 VSM GVC ThS Nguyễn Như Phong nguyenphong.bksg@gmail.com; www.isem.edu.vn Kỹ thuật Hệ thống Công nghiệp ĐH BÁCH KHOA – ĐHQG TPHCM (Tài liệu giảng dạy cho ISE) 2018 VSM VSM Commit to lean Choose the VS Learn about Lean Determine Lean Metrics 11 April 2003 Nguyễn Như Phong 8/13/2018 VSM overview Introduction History VMS purpose Who should understand what ? 11 April 2003 Nguyễn Như Phong VSM introduction Difference bw doing lean & being lean What exactly becoming lean ? TPS Fundamental goal Continuously minimizing waste maximize flow 11 April 2003 Nguyễn Như Phong 8/13/2018 VSM introduction To becoming lean Change mind-set Learn view waste Awareness & elimination of what constitutes waste Doing lean wo necessarily becoming lean Sporadically implement improvements wo linking efforts an overarching strategy How make the link by using tools Sustainable improvements 11 April 2003 Nguyễn Như Phong VSM toolkit Structure steps Management commitment Checklist Total employee Involvement Part-Routing Analysis VS Charter Kaizen Meeting Forms Demand, Flow, Leveling Focus Route Collection Checklist 11 April 2003 Nguyễn Như Phong 8/13/2018 VSM toolkit VSM I Lean Assessment Lean Guidelines Storyboard Kaizen Milestone Worksheet VS Sunset Report 11 April 2003 Nguyễn Như Phong HISTORY 1990 – James Womack & Daniel Roos, The machine that changed the world Lean production / manufacturing 11 April 2003 Nguyễn Như Phong 8/13/2018 VMS purpose To simplify the fundamental lean concepts To demonstrate the overall lean process 11 April 2003 Nguyễn Như Phong Who should understand what ? Top management Understand VSM process Believe before applying VSM storyboard 11 April 2003 Structure commitment Communication tool Need effective metrics & reporting Nguyễn Như Phong 8/13/2018 Who should understand what ? Supervisors, managers, team leaders Understand how to use VSM for planning & reporting apply VSM get easily products out of the door 11 April 2003 Nguyễn Như Phong What is VSM ? VSM a process for planning and linking lean initiatives through systematic data capture and analysis VSM Not just a management tool A proven process planning the improvements 11 April 2003 allow company become lean Nguyễn Như Phong 8/13/2018 VSM storyboard A VSM powerful tool Poster-sized framework Holding all key info planning lean implementation Data & VSMs entered by VSM team 11 April 2003 Nguyễn Như Phong VSM storyboard Shared document of what done & plan Visual management Everyone know the org’s goal All info needed easily accessible Help people see & understand the big picture & buy into the overall strategy 11 April 2003 Nguyễn Như Phong 8/13/2018 Why VSM History 1990s – Lean dissemination 2000 – Kaizen workshop 2000s – VSM I 2010s – VSM II Why VSM Make a true commitment Understand customer demand thoroughly Depict the CS accurately Communicate ! 11 April 2003 Nguyễn Như Phong Make a true commitment Achieving lean enterprise Allocate the resources for effective planning, implementation, maintenance Lean results Not realized wo commitment from people from all levels Appoint not enough Generate a desire improve that fuels all activities 11 April 2003 Nguyễn Như Phong 8/13/2018 Make a true commitment The more people believe & do, The guidance & commitment must the more people will believe & Be sincere & start at the top Come from a burning desire be lean Making & sustaining the commitment the lean transformation Important through VSM process 11 April 2003 Nguyễn Như Phong Understand customer demand thoroughly CD variation Not a reason avoiding true lean implementation Only an excute Can understand CD & incorporate into L process 11 April 2003 Nguyễn Như Phong 8/13/2018 Understand customer demand thoroughly Analyzing CD Particularly important concern When 11 April 2003 Choosing the VS Mapping the CS Mapping the FS Nguyễn Như Phong Depict the CS accurately Before begin implementing lean Must fully understand what currently doing 11 April 2003 Cycle time Proc Communications People’s work standard Machine cap., … Nguyễn Như Phong 10 8/13/2018 Training & doing Delicate balance bw training & doing LEAP approach– Learn and then apply The faster apply follows learn, the better the result Learn much once start creating & implementing 11 April 2003 Nguyễn Như Phong Training & doing Learning lean Like learning ride Read material & attend workshop & conference Learn by doing Need some assistance from people implemented lean before Make mistakes 11 April 2003 Not give up, try again Nguyễn Như Phong 45 8/13/2018 The training plan Place premium on education & training Training plan development Determine required skills & knowledge Assess current skills & knowledge level Determine the gap Schedule the training Evaluate the training effectiveness 11 April 2003 Nguyễn Như Phong The training plan Training knowledge sources The more learn & do, Simulation Benchmarking Successful in-house project Internal JIT lean training Consultant Book & video w group discussion the more will be able learn & Cumulative true learning Progressive way gain experience 11 April 2003 Nguyễn Như Phong 46 8/13/2018 Benchmarking Structured approach Identify a WC process Gather relevant info Apply it improve similar process 11 April 2003 Nguyễn Như Phong Benchmarking Guidelines Specific in defining what improve Willing share Win-win experience Know the site Send questions Not alone Document Respect privacy Dress appropriately Can call Say thanks Follow up 11 April 2003 Nguyễn Như Phong 47 8/13/2018 IDENTIFY LEAN METRICS GVC ThS Nguyễn Như Phong ĐẠI HỌC BÁCH KHOA ĐHQG TPHCM IDENTIFY LEAN METRICS Identify lean metrics The fundamental Lean Metrics Steps identify LM Help identify waste Lean manufacturing assessment 11 April 2003 Nguyễn Như Phong 48 8/13/2018 Identify lean metrics Documented the CS Ready identify the lean metrics Get people contribute a lean initiative Simple way of understanding the effort impact Plan improvement activities Implement the plan Check the results Make appropriate adjustments Lean metrics Provide the tools Help drive continuous improvement & waste elimination 11 April 2003 Nguyễn Như Phong Identify lean metrics Review performance progress Eliminating waste Highlight even small savings & improvements Add up & key the overall large gains if a L implementation Make companies stronger & more competitive Cost reductions Determine the financial impact of improvement Increasing inventory turns Reducing WIP Reducing CO, … 11 April 2003 Nguyễn Như Phong 49 8/13/2018 Financial impact of improvement WIP Reduction: 2000 + 7000 + 2500 = 11500$ Labor cost saving from rework reduction: 8500 $ Increasing inventory turns from to 12/y: 10000$ Overall VS saving: 30000$ 11 April 2003 Nguyễn Như Phong The fundamental Lean Metrics The best suit metrics depend on the particular situation The team charter guide determine the LM 11 April 2003 Nguyễn Như Phong 50 8/13/2018 Some basic metrics Inventory turn Days of IOH DPPM or sigma level Total WIP TCT / TVAT TLT Uptime On-time delivery Overall equipment effectiveness First-time-through capability Health & safety record 11 April 2003 Nguyễn Như Phong The fundamental Lean Metrics LM should be easy understand & collect Easy stratify 11 April 2003 Specific measurement individual operations / cells Total measure the entire VS Nguyễn Như Phong 51 8/13/2018 The fundamental Lean Metrics Some guidelines identifying & using metrics Involve those responsible implementing change Collect & review data when needed Gather data where most useful Make data accessible Make data collection easy & reliable Timely feedback Visually link results specific kaizen events 11 April 2003 Nguyễn Như Phong Steps identify LM Review the list of common metrics the specific cust Targets Draft the initial metric list Initiate a round of catch ball w mana Ensure agreement & commitment Determine exactly how the metrics calculated Calculate baseline measures post them on the storyboard 11 April 2003 Nguyễn Như Phong 52 8/13/2018 PM CASE Metrics & baseline measurement Total WIP: Total inventory: Total product CT: Total LT: On-time delivery: External DPPM: VS Uptime: 11 April 2003 17,040 units 34 d 170 sec 34 d 88% 45 84% Nguyễn Như Phong Help identify wastes Identify as much as pos before proceeding FSM TLT >> TCT Why? WIP time Why? How gain extra capacity? CO impact on WIP? Why so much production schedule? What if CT=TT? 11 April 2003 Nguyễn Như Phong 53 8/13/2018 Lean manufacturing assessment Gap analysis Before beginning to plan & implement improvements to target VSs Identify specific areas on which improvement efforts focused metrics assigned used monitor progress over time 11 April 2003 Nguyễn Như Phong Lean manufacturing assessment Quantify the current level of progress related to 10 criteria People Manu excellence Team involvement Training JIT 11 April 2003 Workplace organization Quick CO TPM Quality Visual control Order leveling Material movement Flow manu Nguyễn Như Phong 54 8/13/2018 Lean manufacturing assessment Establish a baseline Setting goal each criteria Rating level 1-5 Comparing the current rating w the goal A gap observed Close the gap 11 April 2003 Nguyễn Như Phong Lean manufacturing assessment Continuous improvement process conducting the LMA again after actually implemented VS improvements see how well closed the gaps 11 April 2003 Nguyễn Như Phong 55 8/13/2018 Lean manufacturing assessment Conducting regular lean assessments Standardized means of communicating broad improvement goals Entire organization Sustain & renew improvement efforts 11 April 2003 Nguyễn Như Phong Lean manufacturing assessment Some LA tips Team Internal lean manu expert Consensus on scoring each area Reasoning Not use LA set targets or stretch goals LA - Overall performance idea not provide detail continuous improvement as LM 11 April 2003 Nguyễn Như Phong 56 8/13/2018 VSM Papers in www.isem.edu.vn 10 11 12 13 An Application Of Simulation And VSM In Lean Manufacturing 01 An Application of Value Stream Mapping In Automobile Industry 39 An initiative to implement lean manufacturing using VSM in a small company 26 An Application of VSM In Automobile Industry 19 An Approach to Improve the PCE and Reduce the LT of a Mango Juice Line by Using Lean Tools 20 Application Of Lean VSM To Reduce Waste And Improve Productivity: A Case Of Tile Manu Comp 06 Application of VSM in an Indian Automotive Industry 22 Application of VSM in an Indian camshaft manufacturing organization 10 Application of VSM for lean operations and cycle time reduction 28 Application of VSM In Small Scale Industries 29 Application of VSM for Reduction of Cycle Time in a Machining Process 30 Application of VSM and Possibilities of Manu Processes Simulations in Automotive Industry 33 Combining Value Stream Mapping and Discrete Event Simulation 02 Friday, April 11, 2003 Nguyễn Như Phong VSM Papers in www.isem.edu.vn 10 11 12 Component Based Modeling and Simulation of VSM for Lean Production Systems 03 Development of Lean Model for House Construction Using VSM 08 Enhanced VSM: Potentials and Feasibility of IT Support through Manufacturing Execution Systems 38 Implementation of a Cellular Manufacturing Tool for Minimization of Non Value Added Activities 17 Improvement Of PCE By Implementing A Lean Practice 15 Improving Productivity of Apparel Manu System Using VSM & Production Control Tools 36 Lean Manufacturing Implementation Through VSM 21 On-Time Delivery Improvement Using Lean Concepts – A CS of Norglide Bearings 25 Patient Process Flow Improvement: Value Stream Mapping 09 Production Flow Analysis through VSM: A Lean Manufacturing Process CS 34 Production line analysis via VSM: a lean manufacturing process of color industry.24 Reduction Of WIP Inventory And Production LT In A Bearing Industry Using VSM Tool 27 Friday, April 11, 2003 Nguyễn Như Phong 57 8/13/2018 VSM Papers in www.isem.edu.vn 10 11 12 13 14 15 Study And Analysis Of The Scope Of VSM Technique Application In A Selected Garments Factory 12 Study and Implementation of Lean Manu in a Garment Manufacturing Company 16 VSM: A case study Of Automotive Industry 11 VSM: A case study of Assembly Process 23 VSM Application in Service-Oriented Manufacturing Company A 40 VSM as a versatile tool for lean implementation: an Indian CS of a manufacturing firm VSM in a Manufacturing Company 05 VSM in glide manufacturing: A case study of Insti-Tools in Zimbabwe 07 VSM To Reduce Manufacturing Lead time in a Semi-Automated Factory 14 VSM and lean simulation: A CS in automotive company 31 Use Of The VSM Tool For Waste Reduction In Manufacturing CS For Bread Manu Using Lean VSM to Align the Work Streams of Two Companies 18 Value Stream Management for Lean Office 35 Value stream mapping to reduce the lead-time of product development process 37 Waste Reduction in the Manufacture of UPVC Windows in a Russian SME 32 Friday, April 11, 2003 Nguyễn Như Phong My VSM Case Studies in www.isem.edu.vn Mai Ngọc Khánh, Đặng Nguyễn Mỹ Tú K2005 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty GFS 2010 Hồng Đại Phương Nguyễn Ngọc Tâm K2005 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty Quân Đạt 2010 Nguyễn Thái Hưng K2005 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty ThiBiĐi 2010 Nhan Dư Điền Văn Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty CSSM 2010 Văn Công Đức, Võ Quang Minh K2006 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty Đại Cồ Việt JCFF 2011 Huỳnh Trường Giang, Nguyễn Văn Hưởng K2007 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty ĐLTA., 2012 Tống Hồng Phước, Dương Minh Quang K2007 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty AVN 2012 Nguyễn Hữu Nghiệp, Nguyễn Đức Nhật K2007 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty AMG 2012 Friday, April 11, 2003 Nguyễn Như Phong 58 8/13/2018 My VSM Case Studies in www.isem.edu.vn Hà T Thúy Vân K2008 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty Clipsal VN 2013 Trần Chi Lăng K2008 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty Kim Đức 2013 Phùng Văn Thành, Nguyễn Nhất Vinh K2009 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty May Nhà Bè 2014 Nguyễn Trung Hiếu K2010 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cọc beton cty 3D Long Hậu 2015 Phạm Hoàng Thịnh K2011 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty May SG3 2015 Trần Nam Anh K2011 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty Gỗ Hiệp Long 2015 Nguyễn Quanh Anh K2012 Ứng dụng Quản lý chuỗi giá trị sVSM tinh gọn quy trình sản xuất cty Clipsal VN 2016 Bùi Danh Phúc K2012 Ứng dụng Quản lý chuỗi giá trị sVSM tinh gọn quy trình sản xuất cty Vinh Quang 2016 Friday, April 11, 2003 Nguyễn Như Phong My VSM Case Studies in www.isem.edu.vn Lê Quang Tín K2012 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty Trương Nguyễn 2016 Điền Trung Nghĩa K2012 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty Gamex Saigon 2017 Võ Khánh Vinh K2012 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty Scancia Pacific 2017 Nguyễn Minh Thư K2013 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất dịng A-Series Iconic_WD cty Schneider-Electric VN 2017 Phạm Thanh Khang K2013 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty CAMSO VN 2017 Đào Quý Thái Hưng K2014 Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất cty Phong Phú, 2018 Friday, April 11, 2003 Nguyễn Như Phong 59
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